Examining the relationship between effective organizational factors and organizational agility (management of intellectual capital, organizational intelligence, emotional intelligence)

Dissertation

Master's course

Master's field of study:  MBA

Winter 90

Abstract:

Agility means the ability of any organization to anticipate changes in the work environment. Such an organization should be able to recognize environmental changes and look at them as factors of growth and prosperity in today's world where changes take place quickly. Based on this, despite the fact that agility has a special role and importance in organizations, so far no extensive researches have been conducted in this field. Therefore, the main issue in this research is  Investigating the relationship between some organizational variables and organizational agility. Considering this importance, the researcher has decided to consider the relationship between some organizational variables - such as emotional intelligence, organizational intelligence and intellectual capital management as predictive variables in the criterion variable (organizational agility) in a frame called "investigating the relationship between effective organizational factors and organizational agility". check The present research is descriptive and correlational. The statistical population is all the experts and managers of the electricity production management company of East Azarbaijan province, which were more than 210 people. From this number, 136 people were selected using the stratified random sampling method in proportion to the volume, and organizational agility, emotional intelligence, organizational intelligence, and intellectual capital management questionnaires were provided to them to investigate the relationship of 18 hypotheses resulting from the variables with organizational agility. The data was collected and using Pearson, Spearman and multiple regression statistical methods, it was observed that there is a significant relationship between the dimensions of these variables and organizational agility. It was also observed that self-management with beta value (0.326), application of knowledge with beta value (0.282), unity and agreement with beta value (0.268) and relational capital with beta value (0.229) have a more positive effect compared to other variables in predicting organizational agility variable. :

Introduction and generalities of the research 1 Introduction

Skilled and efficient human force is the most valuable and precious wealth of any country. Despite having abundant natural resources, many societies are not able to use these divine gifts due to the lack of competent and worthy human resources, and they spend their lives in hardship. Despite the lack of natural resources, other nations have reached comfort and prosperity as a result of having experienced and suitable manpower and are taking long and steady steps on the path of progress and advancement (1). resources, and most importantly, increasing customer expectations. Therefore, in such an environment, it is not possible to guide and control organizations in a traditional way with past methods. The requirement of effective and useful reaction  To these changes and gaining a competitive advantage from the opportunities resulting from them, is to achieve organizational agility (6). Today, many organizations and companies are facing an increasingly stable and uncertain competition, which has intensified due to technological innovations, changing market environments, and the changing needs of customers. This critical situation has caused major reforms in the organization's strategic vision, business priorities, and revision of traditional models and even relatively contemporary models (6). In other words, it can be said that the approaches and solutions of the past have lost their ability to deal with organizational challenges and the contemporary external environment, or it is better to replace them with new approaches and perspectives. Therefore, one of the ways to respond to the factors of organizational change and transformation is agility [1] (6).

Nowadays, most organizations need rapid change to maintain their competitive position. Rapid changes require that organizations have leaders and employees who are adaptable and work effectively, continuously improve systems and processes, and are customer-oriented. Organizations in the broadest sense of the word are one of the main foundations of today's society and management is the most important factor in the life, growth and development or death of organizations (9).

The environment is chaotic and changing, and leadership is a key element in guiding and managing this environment, with a little attention on different companies, we can understand that great leaders make a big difference, effective leaders are those who achieve results in a certain time frame to be effective for the organization and their work (37).

1-2 -  Statement of the problem

In today's world where changes happen quickly, organizations must be constantly improving to maintain their survival. Use advanced technologies and react to changes in environmental factors. Organizational agility is a subject that tries to describe and interpret the position and role of managers in empowering the organization. Managers with characteristics such as organizational intelligence, emotional intelligence and intellectual capital are factors that achieve goals with maximum efficiency, satisfaction and commitment of employees and lead the organization towards agility. (5). The fact is that "estimation of the future" It is becoming more and more impossible. Our ability to predict the future is limited because even a small change in seemingly unrelated phenomena can lead to major changes in the entire system. (11). For organizations, communities and even people who plan for their future, knowing the nature of changes and the importance of future elasticity seems to be essential and vital. Agility is the ability of an organization to perceive environmental change and then respond quickly and efficiently to that change. Agile organizations must not only be responsive to changes, but also must be able to gain competitive advantages with a suitable arrangement.

Change is one of the biggest characteristics of organizations and institutions in today's competitive field. Agility is the organization's ability to change in order to exploit the opportunities that are created based on this change. An agile organization is an organization that can change and adapt to environmental changes as a winning strategy; While not much research has been done on what agility is and how organizations can be agile. But the answers to such questions are always very vital for experts and theorists of organizational agility. However, unfortunately, little work has been done on measuring organizational agility. It is necessary to measure the index for strategic planning and to determine the current level of agility of the organization and to determine the organization's need for agility and to identify this gap and create a formula to fill this weakness. Calculating the agility index as defined is very difficult, because this measurement must be done in the midst of change (70). The leadership of an organization to adapt to changes and in order to survive and grow in new environments requires special characteristics that managers generally face many problems to respond to. One of the most important characteristics that can help leaders and managers respond to these changes is emotional intelligence (70). A person faces environmental challenges and predicts a person's success in life, so emotional intelligence can be defined as the use of one's own and others' emotional capabilities in individual and group behaviors to obtain maximum results (14). Emotional intelligence is a type of emotional talent that determines how to use one's skills in the best possible way, and reason helps to use wisdom in the right direction (14).

In dynamic environments, organizations face a series of problems and problems. Unforeseen are faced that are difficult to control by an individual, but an organization can face difficult situations by using interactive patterns among members, technologies and culture (Hutchins [2] 1991) "Wick" and "Roberts" These interactive patterns are called the organization's set of intellects. It means that complex tasks in an organization are not done by a single person, but it is the interaction between technologies, techniques and people that helps the organization in performing its important tasks. Organizational intelligence causes organizations to be considered as living beings. Understanding organizational intelligence helps to determine the strengths and weaknesses of an organization. It also guides the organization's development facilitator to focus on the design of educational and adaptive programs (33). Intellectual capital includes all processes and assets that are not usually shown in the balance sheet, and also includes all intangible assets (for example, trademarks, product registration and exploitation rights, and trade names) that are considered in modern accounting methods.